4. Program Management
Yes, program management. Keep in mind that the RMO isn't designed to replace the PMO. An effective PMO already does a pretty good job of tracking, monitoring and reporting--all key elements of any successful program. Why mess with a good thing? The RMO should complement what's already working in the PMO, staying focused on ensuring that business value is being delivered.
The principles that shape the RMO approach shouldn't look new. What's new is that an effective RMO builds them into a structured, orderly process designed with one goal in mind: Delivering real business value from investments in technology programs.
An effective PMO already holds program management accountable for hitting timing and budget milestones. Isn't it past time to make sure these programs hit the mark when it comes to delivering business results?
Diane Murray is a principal and Al Kagan a director with Deloitte Consulting LLP.
This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication.
As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
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